- National Tobacco Company, L.P.03.May 2016
It is a large, top down, we have done your thinking for you big company culture in what is a relatively small company and should have a small company feel.
Support from management
Upper Management selects Sales Supervisors on their willingness to toe the company line and preach the company gospel with little question. They have created an atmosphere where upper management does your thinking for you and that's all that matters.
The sales team is only there to implement management directives with little or no input invited.
Freedom to work independently
Field Sales force is given a moderate amount of autonomy to implement quarterly initiatives but the trend has been toward micro management.
Communication is from the top down.
Company politics plays a large factor in advancement.
Attitude towards older colleagues
Although most of the sales force is 45 plus, new hires and promotions trend younger.
There is little in the way of identifying and developing field talent or in determining individual aspirations in the company. Field supervisors have few coaching and training skills.
Overall compensation for your work
Benefits are good however compensation is below standard and is not proportional to field responsibilities.
Office / Work Environment
Becoming more and more intrusive.
More and more being demanded with less proportional compensation.
Nothing to comment here.
This has become less and less, particularly as one becomes older. NTC has a history of disposing of 'Old Wood'.
Average to below.
Average for the kind of work done in the field sales organization.
Challenging in achieving quarterly objectives with the direction and tools management provides.
Inclusive / Diverse
I have no comment on this
Suggestions for improvement
- Upper management has to make things more interactive with the field sales force in getting their input on promotional initiative design and implementation with less of the present cookie cutter approach as all assignments are different. They also should promote into supervisory roles individual with the appropriate skill sets. The top achievers in sales don't necessarily make the best coaches and motivators. The company should have a small company feel as it is a small company. Upper management should completely revamp the performance metrics to accurately reflect the multiple responsibility's the field force has in the areas of time devoted to non sales activities instead of the present method which expects these activities to be done, as they are essential, but punishes the field organization when it performs them.
What I like about the company
National Tobacco provided me with a job when I didn't have one and I am grateful for that. The work environment at first was adequate and became more enjoyable. That changed when the present management team arrived.
What I dislike about the company
The present management team was a plus and a minus concurrently. They instituted processes that ensured the company's survival which was doubtful when I started in 2004. They also brought the worst of tobacco industries cultural practices with them from the industries largest manufacturer. It is now a top down, management heavy, micro-management environment that has negatively affected moral. Turnover has increased as a result with product promotional programs being more difficult to achieve and as the time demands continue to afford the field force less personal time. My last hour weekly work average was 50-55 hours a week. Individuals who didn't make sales goals were punished in continually having larger goals assigned to them. There was also no integrity in the management processes. A supervisors word was not necessarily gold. An individual could be ambushed anytime for anything.
The following benefits were offered to me
- CompanyNational Tobacco Company, L.P.
- Are you a Current or Former Employee?Former job since 2016